Always Faithful, Always Forward: Marine Corps Culture and the Development of Marine Corps Forces Special Operations Command (MARSOC) - Comprehensive and Informative USMC History, SOCOM Integration

This superb and thoroughly researched report has been professionally converted for accurate flowing-text e-book format reproduction. The Department of Defense activated U.S. Special Operations Command (SOCOM) in 1987, but the Marine Corps did not become a full partner until 2006. This study explores why. The activation of U.S. Marine Corps Forces Special Operations Command (MARSOC) demonstrates the limitations of a senior civilian to prompt change in a military organization, especially after his perceived indecision encourages additional resistance. Culture matters. The Marine Corps adopted an "acknowledge and evade" strategy to retain control of its Marines, prevent the creation of an "elite within an elite" in its ranks, and undermine Secretary Rumsfeld's eventual desire to create a Marine Corps special operations component. The non-traditional backgrounds of the officers and senior-enlisted personnel who proved pivotal in MARSOC's development exposed them to unique career opportunities that better equipped them to adapt to the demands of the post-9/11 environment. These Marines represented a fundamental disconnect between the culture of the Marine Corps as an institution and how that culture manifested in the actions of its members. They believed in the special operations mission and its importance to the future of the Marine Corps. Motivated by professional duty, they embodied what it means to be a Marine and helped Secretary Rumsfeld overcome an intransigent senior Marine Corps leadership. These quiet professionals are the unsung heroes of the Marine Corps' journey to a special operations component.

I. Introduction * II. Military Innovation * A. Bureaucracies and Change * B. External Drivers * C. Internal Drivers * D. Doctrine and Change * III. Military Culture * A. The Elusiveness of Organizational Culture * B. The "Essence" of the Organization * C. Culture Creation and Socialization * D. Organizational Culture and the Marine Corps * IV. Marine Corps Culture * A. A Healthy Dose of Paranoia * B. Cultivating an Elite Image * V. The Corps' Formative Years and the Influence of Archibald Henderson * A. The Importance of Ships Guards * B. Bringing Stability to the Corps * C. Emerging Requirements, Stagnant Mission * D. Revolution In Panama * VI. The Marine Corps and the New Navy * A. The New Navy * B. The Marine Corps Rebuffs the New Navy * C. The Greer Board and Its Aftermath * D. A Small Victory for the New Navy * E. Fullam Stokes the Flames Again * F. The Roosevelt Personnel Board and War With Spain * G. The Advance Base Force and a Lack of Progress * VII. The Marine Corps and Defense Unification * A. Interservice Strife * B. Differing Visions for the Future * C. Defense-In-Depth * VIII. Goldwater-Nichols and Defense Reorganization * A. The Case For and History of Reorganization * B. The Marine Corps Responds * C. The Beirut Bombing and Operation Urgent Fury * D. General Kelley and the Corps Defend The JCS * E. The Bill and Its Aftermath * IX. The Marine Corps and Special Operations * A. Special Operations History * B. Defense Reform and the Marine Corps * C. Maneuver Warfare: People * D. Maneuver Warfare: Ideas * E. Maneuver Warfare: Hardware * F. The MEU(SOC) and the Future * X. The Development of a Component * A. Transforming the DOD * B. The Aftermath of 9/11 * C. Det One * D. Organizing and Activating A Component * E. Cultural Intransigence * F. "Separable But Not Separate" * G. Manpower Strain * H. Marine Corps Perceptions and Post-OEF Planning * I. "Marines Are Who We Are; Special Operations Are What We Do" * J. The Raiders * XI. Conclusion

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